This document discusses topics related to the future of IT at Louisiana State University. It begins with an overview of key drivers like building toward the university's strategic plan and becoming more globally competitive. Several topics are then discussed in more detail, including the growing role of IT in research, teaching and operations. The document also examines trends in IT issues for higher education from EDUCAUSE and the changing role of IT staff. It proposes topics for discussion such as ERP implementation, MOOCs, supporting research through IT, and adopting cloud technologies and analytics. Throughout, it emphasizes the need for IT to be integrated into university decision-making.
The document discusses the need for information systems (I.S.) governance at the University of Victoria (UVic). It describes how UVic previously had an outdated "mainframe" approach to I.T. and how enrolment was transitioning from traditional to marketing-based. It then outlines UVic's I.S. governance framework, principles, structure, and mandates to formally engage stakeholders in I.S. decision making and ensure strategic alignment of I.S. investments with university priorities.
IT costs at universities continue to rise due to both controllable and uncontrollable factors. Uncontrollable factors include increasing demands for IT services from all stakeholders due to trends like ubiquitous technology use, greater compliance requirements, and more sophisticated research needs. Controllable factors driving up costs include the proliferation of independent IT groups across campuses, resulting in redundant systems and data integration challenges. To control costs, universities should shift their perspective of IT from a cost center to an investment, centralize services, leverage shared services, outsource non-core functions to the cloud, and regularly review existing systems and contracts.
This document discusses animal adaptations for survival in bayou habitats. It covers the frog life cycle and examples of frog malformations that can indicate environmental problems. It also explains camouflage as an adaptation where animals match their surroundings to avoid predators. Specific bayou animals like green tree frogs that change color are described. Mimicry is presented as another adaptation technique, with examples of non-venomous snakes mimicking the patterns of venomous snakes. Key terms about habitats, adaptations, camouflage, and mimicry are defined.
The document outlines an activity where students simulate mining for minerals by breaking up chocolate chip cookies and collecting the "mineral chips" to earn money, while being charged fees for mining time and fines for damaging the "land". It explains the rules of the mining simulation where students earn $1000 per gram of chips mined but are charged $100 every 5 minutes of mining and $100 per piece of broken cookie. The objective is for students to gain an understanding of mineral origins and the environmental impacts of mining.
This document discusses bird beak adaptations for feeding. It explains that a bird's beak shape is determined by its diet and can be used to identify birds and infer their feeding behaviors. Common beak shapes include cracker, shredder, probe, chisel, strainer, and spear beaks. Examples are then given of several birds' beak shapes and how they correspond to the birds' diets, including pelicans using their pouch to catch fish, wood ducks having notched beaks to eat plants and insects from water surfaces, and hummingbirds having long, thin beaks to access nectar in tubular flowers.
The LSU Museum of Natural Science aims to acquire, preserve, and study research collections to generate knowledge about regional and global biodiversity, geological history, and human history. It has seven main fields of research including ornithology, genetics, ichthyology, mammalogy, herpetology, vertebrate paleontology, and anthropology. It educates the next generation of curators and the public through field trips and activity booklets. Key exhibits include the bottomland forest, coastal island, heronry in Louisiana, and hall of birds dioramas.
The document outlines a presentation about field trips to the Museum of Natural Science focusing on herpetology. It discusses the museum's collections in herpetology, including over 81,000 specimens and 27 new species. It also details the different types of amphibians and reptiles found in Louisiana, such as frogs, salamanders, snakes, lizards, turtles, and crocodilians. Finally, it proposes hands-on classroom activities to teach students about scales, camouflage, and life cycles of herpetology specimens.
This document provides information about different types of fossils and how they are formed. It discusses fossil molds and casts, explaining that a mold is formed when an organism decays leaving a cavity in the rock, and a cast is created when sediment fills this mold, taking on the shape of the original organism. It also describes other fossil types like carbonization, permineralization, and trace fossils like tracks and burrows. The document aims to explain how fossil molds and casts are made through the processes of death, deposition, burial, and mineral replacement of organic remains over time.
The document discusses the need for information systems (I.S.) governance at the University of Victoria (UVic). It describes how UVic previously had an outdated "mainframe" approach to I.T. and how enrolment was transitioning from traditional to marketing-based. It then outlines UVic's I.S. governance framework, principles, structure, and mandates to formally engage stakeholders in I.S. decision making and ensure strategic alignment of I.S. investments with university priorities.
IT costs at universities continue to rise due to both controllable and uncontrollable factors. Uncontrollable factors include increasing demands for IT services from all stakeholders due to trends like ubiquitous technology use, greater compliance requirements, and more sophisticated research needs. Controllable factors driving up costs include the proliferation of independent IT groups across campuses, resulting in redundant systems and data integration challenges. To control costs, universities should shift their perspective of IT from a cost center to an investment, centralize services, leverage shared services, outsource non-core functions to the cloud, and regularly review existing systems and contracts.
This document discusses animal adaptations for survival in bayou habitats. It covers the frog life cycle and examples of frog malformations that can indicate environmental problems. It also explains camouflage as an adaptation where animals match their surroundings to avoid predators. Specific bayou animals like green tree frogs that change color are described. Mimicry is presented as another adaptation technique, with examples of non-venomous snakes mimicking the patterns of venomous snakes. Key terms about habitats, adaptations, camouflage, and mimicry are defined.
The document outlines an activity where students simulate mining for minerals by breaking up chocolate chip cookies and collecting the "mineral chips" to earn money, while being charged fees for mining time and fines for damaging the "land". It explains the rules of the mining simulation where students earn $1000 per gram of chips mined but are charged $100 every 5 minutes of mining and $100 per piece of broken cookie. The objective is for students to gain an understanding of mineral origins and the environmental impacts of mining.
This document discusses bird beak adaptations for feeding. It explains that a bird's beak shape is determined by its diet and can be used to identify birds and infer their feeding behaviors. Common beak shapes include cracker, shredder, probe, chisel, strainer, and spear beaks. Examples are then given of several birds' beak shapes and how they correspond to the birds' diets, including pelicans using their pouch to catch fish, wood ducks having notched beaks to eat plants and insects from water surfaces, and hummingbirds having long, thin beaks to access nectar in tubular flowers.
The LSU Museum of Natural Science aims to acquire, preserve, and study research collections to generate knowledge about regional and global biodiversity, geological history, and human history. It has seven main fields of research including ornithology, genetics, ichthyology, mammalogy, herpetology, vertebrate paleontology, and anthropology. It educates the next generation of curators and the public through field trips and activity booklets. Key exhibits include the bottomland forest, coastal island, heronry in Louisiana, and hall of birds dioramas.
The document outlines a presentation about field trips to the Museum of Natural Science focusing on herpetology. It discusses the museum's collections in herpetology, including over 81,000 specimens and 27 new species. It also details the different types of amphibians and reptiles found in Louisiana, such as frogs, salamanders, snakes, lizards, turtles, and crocodilians. Finally, it proposes hands-on classroom activities to teach students about scales, camouflage, and life cycles of herpetology specimens.
This document provides information about different types of fossils and how they are formed. It discusses fossil molds and casts, explaining that a mold is formed when an organism decays leaving a cavity in the rock, and a cast is created when sediment fills this mold, taking on the shape of the original organism. It also describes other fossil types like carbonization, permineralization, and trace fossils like tracks and burrows. The document aims to explain how fossil molds and casts are made through the processes of death, deposition, burial, and mineral replacement of organic remains over time.
This document discusses the vision and strategic priorities of consolidating information systems at a university under a single entity called "One I.S.". It identifies challenges such as multiple disjointed systems and a lack of coordination. The strategic priorities are outlined as creating a single administration system, unified teaching and learning ecosystem, and unified research computing. The document discusses how centralizing services can help realize economies of scale, reduce costs, and mitigate risks. It provides comparisons to other universities and outlines changes to organizational structure, planning processes, and projects to work towards the "One I.S." vision.
The document outlines a review of the ICTAC business and operational strategy at a university. It discusses the current functions and challenges of the ICT department. It then provides recommendations to define objectives, develop an IT strategic plan and roadmap, reorganize the ICT structure, obtain funding, and implement infrastructure initiatives like enterprise systems and a campus-wide network to address the challenges and better support the university's academic goals.
This document provides an overview of IT@MIT's technology strategy and roadmap. It discusses moving from an IT-enabled service model to one focused on developing intuitive, mobile, self-service applications. It proposes transforming IT@MIT to be faster, more agile, service-oriented, and innovative. Key aspects of the transformation include adopting enabling services, different development paces, bi-modal development, DevOps practices, and a hybrid cloud model. The vision is for IT@MIT to modernize systems and empower the MIT community to more easily create new digital services and platforms. Proof-of-concept projects are proposed to validate components of the new platform-based ecosystem strategy.
Process-Centric Governance and Information ArchitectureSimon Rawson
All content is produced by processes, intended for the support or consumption of other processes. This is a premise I have propounded for over a decade. I have challenged thousands of people over nearly a decade to disprove this statement and offered $100 to anyone who can find an example which proves otherwise. I still have that $100 tucked away.
This presentation shows a high level process-centric information architecture, and tools to map processes and associate the content inputs and outputs. It shows examples of governance structures for ECM/KM projects, and the topics a governance strategy/plan should cover.
Finally, lessons learned about the common characteristics of highly successful ECM/KM projects are described.
Control customization chaos and scope creep by setting up a clear governance structure around your IT service management initiatives, Cherwell Service Management (CSM) implementation, or Cherwell customization efforts. Learn how Worcester Polytechnic Institute (WPI) approached creating an IT service management governance structure to enable strategic decision-making and kept the WPI ITSM project and CSM implementation on track.
The Key Challenges in Implementing Enterprise Asset Management SystemsBarcoding, Inc.
Jackie Luo, CEO, E-ISG Asset Intelligence, explains how enterprise asset management (EAM) can be a challenge when organizations have disparate systems, varying levels of staff participation and multiple processes. During this discussion, Luo details why analyzing EAM’s key factors—people, process and technology – can help organizations overcome issues when deploying such business systems.
The document summarizes Prince Mohammad Bin Fahd University's IT strategic plan from 2011-2016. The plan's goals were to support academic excellence, optimize business processes, maintain current IT infrastructure, and increase accountability through metrics and governance. Objectives included upgrading systems, supporting blended learning, and ensuring infrastructure security and performance.
1U C I S A I T I L C A S E S T U D Y S H E F F I E L D .docxfelicidaddinwoodie
1U C I S A I T I L C A S E S T U D Y : S H E F F I E L D H A L L A M U N I V E R S I T Y
UCISA ITIL Case Study on Sheffield Hallam
University
1. Introduction
Sheffield Hallam University is a teaching led institution, supported by world class applied research, with
approximately 32,000 students, including overseas students and 5,000 staff. The University is recognised as a Centre
of Excellence for Teaching and Learning.
Information Systems and Technology is part of a Directorate, which also includes the Library and a number of other
areas: the Nursery, Chaplaincy, Student Recruitment and the Registry.
The structure of the University is divided into four Faculties with a number of Schools.
2. Using ITIL
The version of ITIL being used is v2. This has been used since 2000 within the Head of IT Infrastructure’s team (the
Head of the team has a Service Management background). ITIL started more broadly in 2004.
There has been a recent recommitment to ITIL, as other alternatives were reviewed and ITIL was still considered the
most appropriate in the University environment. ITIL is also supported by the Senior Management across IT.
There is a strong service ethos within the University, so ITIL is the most appropriate service management framework
for IT within Sheffield Hallam.
The drivers for ITIL now are:
� This is the right thing to be doing – implementing service management Best Practice
� Customer service is paramount – adding value to the student experience
� Using an existing recognised framework (not re-inventing the wheel)
� Fits with the University commitment to a service culture and increases staff awareness of service
management
� Value for money
Historical reason for ITIL: poor availability – not an issue now, with a highly resilient infrastructure.
3. The service life cycle – service strategy
Governance and strategic direction
There is a new governance structure in place – this was established after a strategic review by the National Computing
Centre.
The governance structure is made up of a number of committees. There is an overall group, which has a number of
senior staff as its members, including Pro Vice Chancellors and Directors. There are then a number of portfolio strands,
including one for Infrastructure and a number for different facets of the business. For example, there is one for
teaching and learning software, finance and HR. It is expected that these portfolios will change according to the needs
of the University, but those like Infrastructure will remain in place all the time.
There is also an Information Systems Management Board, which was established approximately four years ago. This
includes senior staff from the then newly formed four Faculties. This was set up to look at the strategy for running
services and procurement etc. There are a number of technical committees that support this Management Board,
which are all currently still in place. There is a review taking plac ...
Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons...wepc2016
The challenges parliaments face are not simply ones of technology adoption; many are strategic and need to be addressed at a systemic level. To resolve this challenge, there needs to be a stronger focus on articulating, addressing and resolving the strategic barriers.
This document discusses project portfolio management and collaborative decision making for IT investments. It proposes a 6-step workflow to maximize the value of projects, including defining value based on 5 pillars (strategic alignment, impact on processes, infrastructure agility, cost/benefit, and risk), defining rules and an organization decision mechanism for the project portfolio, setting service level objectives, measuring and monitoring, optimizing the portfolio, and negotiating a benefit realization plan. An example process called Rithm of Business is presented for organizing an organization decision mechanism. The goal is to move IT from a cost center to a value building center by doing more projects with less through governance and collaborative decision making.
This document provides information about Haluk Demirkan's background and experience. It summarizes his educational and professional qualifications, including over 10 years of research and higher education experience, as well as over 15 years of consulting and executive education experience. It also lists some of his academic accomplishments such as over 150 publications and research funded by several major companies. Finally, it provides details on some of the education topics he teaches related to services, information technology, and project management.
Public Health Executives Association Site Visit at Ramathibodi (February 6, 2...Nawanan Theera-Ampornpunt
Ramathibodi Hospital is a leading medical institution in Thailand that is affiliated with Mahidol University. It was founded in 1965 and aims to be a world-class medical center through education, research, academic services, and healthcare. The hospital has over 1,200 beds across multiple facilities and sees over 10,000 patients daily. It also has over 10,000 employees including over 1,200 physicians. Ramathibodi has developed its healthcare information technology systems over several generations beginning with a homegrown system in the 1980s and moving to newer platforms and systems over time to improve care, operations and analytics.
IRJET-Implementation of a Cross-Platform Mobile Application for Research Mana...IRJET Journal
This document discusses the design and implementation of a cross-platform mobile application for a research management system at Middle East College. Currently, the college uses a manual paper-based system for research proposals and applications. The proposed mobile app would allow students and faculty to submit proposals and applications online. It was developed using Ionic for cross-platform capabilities, MySQL for the backend database, and Angular as the development language. The app aims to streamline the approval process and allow electronic submission and tracking of applications and proposals. A literature review found that other universities have implemented similar research management systems with success.
This document contains contact information and a work history for Ahmed Emad Mohammed Hassan. It lists his address, phone numbers, social media profiles, personal details like marital status and nationality. It then outlines his work experience over the past 13 years, including roles as an IT Manager, Consultant, Supervisor, and Network Administrator. His responsibilities in these roles involved managing networks, servers, security, backups and providing technical support. He has worked for companies in Egypt, Saudi Arabia, and participated in technical training projects through organizations like Microsoft and USAID.
This document contains contact information and a work history for Ahmed Emad Mohammed Hassan. It lists his address, phone numbers, social media profiles, personal details like marital status and nationality. It then outlines his work experience over the past 13 years, including roles as an IT Manager, Consultant, Supervisor, and Network Administrator. His responsibilities in these roles involved managing networks, servers, security, backups and providing technical support. He has worked for companies in Egypt, Saudi Arabia, and participated in technical training projects through scholarships.
Turning your Excel Business Process Workflows into an Automated Business Inte...OAUGNJ
Many organizations have evolved key internal business processes built on top of Microsoft Excel. These cross-functional workflows involve several organizational units responsible for collecting business system transactions, modifying this raw data, consolidating, transforming, pivoting and preparing data into a published set of Reports & Graphs – all in MS Excel. Such workflows are a burden to organizations – not repeatable, costly, time-consuming, inflexible and hard to scale, and evolve to become more complex over time. Business critical processes such as financial analysis, operational analysis and revenue analysis are often supported this way. Attempting to replace such systems can be quite daunting and a barrier to replace. The goal of this session is to present an easy to understand methodology and use cases to demonstrate how to move from an operational workflow in Excel to truly automated Business Intelligence.
This document discusses management information systems (MIS) and information technology (IT) architecture. It covers several topics:
1. The syllabus for a MIS unit which includes IT opportunities and challenges, strategic planning models, information management, IT architecture and infrastructure, cloud computing, and virtualization.
2. The importance of effective IT infrastructure management for organizations. Downtime or security breaches can negatively impact productivity and revenue.
3. Different types of IT architecture including enterprise, governance, risk management, information security, technology, business, systems, applications, data, solutions, and specialists architectures. The architecture establishes principles and guidelines for acquiring, building and interfacing IT resources.
The document provides information about hunting for fossils in Louisiana. It discusses the paleontology collections at the LSU Museum of Natural Science, which include over 17,000 specimens from over 1,000 localities with an emphasis on Louisiana. The document describes how fossils from millions of years ago in the North became gravel deposits in Louisiana, transported south by glaciers. It provides pictures and descriptions of common fossil types found in Louisiana gravels from the Paleozoic era, such as crinoids, corals, bryozoans, mollusks, brachiopods, and trilobites. The document also discusses field trips and activity booklets for learning about paleontology.
This document summarizes a Louisiana SeaGrant educational resource about sand. It describes an activity where middle school students use a microscope to observe sand samples, identify physical properties, and measure grain sizes. The goal is for students to determine if samples are well-sorted or not. Extensions include having students write stories from the perspective of sand grains, use sand in art projects, locate where samples originated on a map, and use sand to make cookies.
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This document discusses the vision and strategic priorities of consolidating information systems at a university under a single entity called "One I.S.". It identifies challenges such as multiple disjointed systems and a lack of coordination. The strategic priorities are outlined as creating a single administration system, unified teaching and learning ecosystem, and unified research computing. The document discusses how centralizing services can help realize economies of scale, reduce costs, and mitigate risks. It provides comparisons to other universities and outlines changes to organizational structure, planning processes, and projects to work towards the "One I.S." vision.
The document outlines a review of the ICTAC business and operational strategy at a university. It discusses the current functions and challenges of the ICT department. It then provides recommendations to define objectives, develop an IT strategic plan and roadmap, reorganize the ICT structure, obtain funding, and implement infrastructure initiatives like enterprise systems and a campus-wide network to address the challenges and better support the university's academic goals.
This document provides an overview of IT@MIT's technology strategy and roadmap. It discusses moving from an IT-enabled service model to one focused on developing intuitive, mobile, self-service applications. It proposes transforming IT@MIT to be faster, more agile, service-oriented, and innovative. Key aspects of the transformation include adopting enabling services, different development paces, bi-modal development, DevOps practices, and a hybrid cloud model. The vision is for IT@MIT to modernize systems and empower the MIT community to more easily create new digital services and platforms. Proof-of-concept projects are proposed to validate components of the new platform-based ecosystem strategy.
Process-Centric Governance and Information ArchitectureSimon Rawson
All content is produced by processes, intended for the support or consumption of other processes. This is a premise I have propounded for over a decade. I have challenged thousands of people over nearly a decade to disprove this statement and offered $100 to anyone who can find an example which proves otherwise. I still have that $100 tucked away.
This presentation shows a high level process-centric information architecture, and tools to map processes and associate the content inputs and outputs. It shows examples of governance structures for ECM/KM projects, and the topics a governance strategy/plan should cover.
Finally, lessons learned about the common characteristics of highly successful ECM/KM projects are described.
Control customization chaos and scope creep by setting up a clear governance structure around your IT service management initiatives, Cherwell Service Management (CSM) implementation, or Cherwell customization efforts. Learn how Worcester Polytechnic Institute (WPI) approached creating an IT service management governance structure to enable strategic decision-making and kept the WPI ITSM project and CSM implementation on track.
The Key Challenges in Implementing Enterprise Asset Management SystemsBarcoding, Inc.
Jackie Luo, CEO, E-ISG Asset Intelligence, explains how enterprise asset management (EAM) can be a challenge when organizations have disparate systems, varying levels of staff participation and multiple processes. During this discussion, Luo details why analyzing EAM’s key factors—people, process and technology – can help organizations overcome issues when deploying such business systems.
The document summarizes Prince Mohammad Bin Fahd University's IT strategic plan from 2011-2016. The plan's goals were to support academic excellence, optimize business processes, maintain current IT infrastructure, and increase accountability through metrics and governance. Objectives included upgrading systems, supporting blended learning, and ensuring infrastructure security and performance.
1U C I S A I T I L C A S E S T U D Y S H E F F I E L D .docxfelicidaddinwoodie
1U C I S A I T I L C A S E S T U D Y : S H E F F I E L D H A L L A M U N I V E R S I T Y
UCISA ITIL Case Study on Sheffield Hallam
University
1. Introduction
Sheffield Hallam University is a teaching led institution, supported by world class applied research, with
approximately 32,000 students, including overseas students and 5,000 staff. The University is recognised as a Centre
of Excellence for Teaching and Learning.
Information Systems and Technology is part of a Directorate, which also includes the Library and a number of other
areas: the Nursery, Chaplaincy, Student Recruitment and the Registry.
The structure of the University is divided into four Faculties with a number of Schools.
2. Using ITIL
The version of ITIL being used is v2. This has been used since 2000 within the Head of IT Infrastructure’s team (the
Head of the team has a Service Management background). ITIL started more broadly in 2004.
There has been a recent recommitment to ITIL, as other alternatives were reviewed and ITIL was still considered the
most appropriate in the University environment. ITIL is also supported by the Senior Management across IT.
There is a strong service ethos within the University, so ITIL is the most appropriate service management framework
for IT within Sheffield Hallam.
The drivers for ITIL now are:
� This is the right thing to be doing – implementing service management Best Practice
� Customer service is paramount – adding value to the student experience
� Using an existing recognised framework (not re-inventing the wheel)
� Fits with the University commitment to a service culture and increases staff awareness of service
management
� Value for money
Historical reason for ITIL: poor availability – not an issue now, with a highly resilient infrastructure.
3. The service life cycle – service strategy
Governance and strategic direction
There is a new governance structure in place – this was established after a strategic review by the National Computing
Centre.
The governance structure is made up of a number of committees. There is an overall group, which has a number of
senior staff as its members, including Pro Vice Chancellors and Directors. There are then a number of portfolio strands,
including one for Infrastructure and a number for different facets of the business. For example, there is one for
teaching and learning software, finance and HR. It is expected that these portfolios will change according to the needs
of the University, but those like Infrastructure will remain in place all the time.
There is also an Information Systems Management Board, which was established approximately four years ago. This
includes senior staff from the then newly formed four Faculties. This was set up to look at the strategy for running
services and procurement etc. There are a number of technical committees that support this Management Board,
which are all currently still in place. There is a review taking plac ...
Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons...wepc2016
The challenges parliaments face are not simply ones of technology adoption; many are strategic and need to be addressed at a systemic level. To resolve this challenge, there needs to be a stronger focus on articulating, addressing and resolving the strategic barriers.
This document discusses project portfolio management and collaborative decision making for IT investments. It proposes a 6-step workflow to maximize the value of projects, including defining value based on 5 pillars (strategic alignment, impact on processes, infrastructure agility, cost/benefit, and risk), defining rules and an organization decision mechanism for the project portfolio, setting service level objectives, measuring and monitoring, optimizing the portfolio, and negotiating a benefit realization plan. An example process called Rithm of Business is presented for organizing an organization decision mechanism. The goal is to move IT from a cost center to a value building center by doing more projects with less through governance and collaborative decision making.
This document provides information about Haluk Demirkan's background and experience. It summarizes his educational and professional qualifications, including over 10 years of research and higher education experience, as well as over 15 years of consulting and executive education experience. It also lists some of his academic accomplishments such as over 150 publications and research funded by several major companies. Finally, it provides details on some of the education topics he teaches related to services, information technology, and project management.
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Ramathibodi Hospital is a leading medical institution in Thailand that is affiliated with Mahidol University. It was founded in 1965 and aims to be a world-class medical center through education, research, academic services, and healthcare. The hospital has over 1,200 beds across multiple facilities and sees over 10,000 patients daily. It also has over 10,000 employees including over 1,200 physicians. Ramathibodi has developed its healthcare information technology systems over several generations beginning with a homegrown system in the 1980s and moving to newer platforms and systems over time to improve care, operations and analytics.
IRJET-Implementation of a Cross-Platform Mobile Application for Research Mana...IRJET Journal
This document discusses the design and implementation of a cross-platform mobile application for a research management system at Middle East College. Currently, the college uses a manual paper-based system for research proposals and applications. The proposed mobile app would allow students and faculty to submit proposals and applications online. It was developed using Ionic for cross-platform capabilities, MySQL for the backend database, and Angular as the development language. The app aims to streamline the approval process and allow electronic submission and tracking of applications and proposals. A literature review found that other universities have implemented similar research management systems with success.
This document contains contact information and a work history for Ahmed Emad Mohammed Hassan. It lists his address, phone numbers, social media profiles, personal details like marital status and nationality. It then outlines his work experience over the past 13 years, including roles as an IT Manager, Consultant, Supervisor, and Network Administrator. His responsibilities in these roles involved managing networks, servers, security, backups and providing technical support. He has worked for companies in Egypt, Saudi Arabia, and participated in technical training projects through organizations like Microsoft and USAID.
This document contains contact information and a work history for Ahmed Emad Mohammed Hassan. It lists his address, phone numbers, social media profiles, personal details like marital status and nationality. It then outlines his work experience over the past 13 years, including roles as an IT Manager, Consultant, Supervisor, and Network Administrator. His responsibilities in these roles involved managing networks, servers, security, backups and providing technical support. He has worked for companies in Egypt, Saudi Arabia, and participated in technical training projects through scholarships.
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Many organizations have evolved key internal business processes built on top of Microsoft Excel. These cross-functional workflows involve several organizational units responsible for collecting business system transactions, modifying this raw data, consolidating, transforming, pivoting and preparing data into a published set of Reports & Graphs – all in MS Excel. Such workflows are a burden to organizations – not repeatable, costly, time-consuming, inflexible and hard to scale, and evolve to become more complex over time. Business critical processes such as financial analysis, operational analysis and revenue analysis are often supported this way. Attempting to replace such systems can be quite daunting and a barrier to replace. The goal of this session is to present an easy to understand methodology and use cases to demonstrate how to move from an operational workflow in Excel to truly automated Business Intelligence.
This document discusses management information systems (MIS) and information technology (IT) architecture. It covers several topics:
1. The syllabus for a MIS unit which includes IT opportunities and challenges, strategic planning models, information management, IT architecture and infrastructure, cloud computing, and virtualization.
2. The importance of effective IT infrastructure management for organizations. Downtime or security breaches can negatively impact productivity and revenue.
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The document provides information about hunting for fossils in Louisiana. It discusses the paleontology collections at the LSU Museum of Natural Science, which include over 17,000 specimens from over 1,000 localities with an emphasis on Louisiana. The document describes how fossils from millions of years ago in the North became gravel deposits in Louisiana, transported south by glaciers. It provides pictures and descriptions of common fossil types found in Louisiana gravels from the Paleozoic era, such as crinoids, corals, bryozoans, mollusks, brachiopods, and trilobites. The document also discusses field trips and activity booklets for learning about paleontology.
This document summarizes a Louisiana SeaGrant educational resource about sand. It describes an activity where middle school students use a microscope to observe sand samples, identify physical properties, and measure grain sizes. The goal is for students to determine if samples are well-sorted or not. Extensions include having students write stories from the perspective of sand grains, use sand in art projects, locate where samples originated on a map, and use sand to make cookies.
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This document discusses invertebrates and their role in aquatic ecosystems. It begins by defining animals and explaining that the term refers to an entire kingdom, not just four-legged mammals. It then lists the domains and kingdoms of life, identifying plants, animals, fungi and protists. The animal kingdom is broken down into invertebrate phyla including sponges, corals, worms, mollusks, echinoderms and arthropods. The document provides tips for finding invertebrates in the wild, markets, labs and suppliers, and concludes by discussing investigating pond life and collecting pond water samples.
This document provides information about pottery making by Native Americans in Louisiana. It discusses the process of digging clay from river banks and working it into balls. It describes how pots were formed using the coiling method - rolling coils of clay and stacking them in circular fashion before smoothing. Various tools like shells and sticks were used to decorate the unfired vessels before firing. The document also includes activities for students to learn traditional coiling pottery techniques and reconstruct pottery sherds into artifacts to learn about archaeology.
The document discusses the LSU Museum of Natural Science and its collections related to Louisiana rocks and minerals. It describes the museum's mission of acquiring, preserving, and studying collections to generate knowledge about biodiversity, geology, and human history. It provides details on the paleontology, vertebrate paleontology, mineralogy, petrology, and Louisiana Geological Survey collections. It also describes educational field trips and hands-on activities for learning about minerals, rocks, and geology.
This document provides contact information for regional archaeology programs and stations in Louisiana. It lists the Northwest, Northeast, Southwest, and Southeast regional archaeology programs, along with the coordinators and contact details for each. It also provides information for the Poverty Point Archaeology Station, including the coordinator and address.
The Transition Advisory Team provided a summary report to the LSU Board of Supervisors in July 2013. The report outlined the team's efforts, which included 5 subcommittees, 6 task forces, and involvement from 114 members. It presented LSU2015, a vision for LSU to be recognized for academic achievement, research excellence, commitment to service, and economic development. Key recommendations included improving the student experience, expanding access to graduate programs, focusing research efforts, generating new revenue, modernizing technology systems, and adopting a new management model and funding approach to support a high-performance culture.
The Transition Advisory Team met to discuss transformation priorities for LSU. They reviewed recommendations from subcommittees on academics, research, student experience, operations/technology, and finance. The recommendations included increasing research funding, focusing research on priority areas, improving student recruitment and retention, expanding online courses, streamlining procurement, and generating new revenue sources. Next steps include the Board of Supervisors receiving quarterly updates on progress implementing the transformation priorities.
This presentation discusses recommendations from a subcommittee on streamlining procurement processes across the LSU system. The subcommittee recommends: 1) Piloting a new procurement code that applies a shared services model more broadly. 2) Expanding the use of an eProcurement system to increase efficiency. 3) Conducting spend analysis across institutions to identify savings opportunities through strategic sourcing. Implementing these recommendations could realize an estimated $6.45 million in annual "hard" savings and $5 million in annual "soft" savings from reduced transaction costs.
This document discusses the challenges facing Louisiana State University in providing cyberinfrastructure to support research and creative activities. It identifies three main challenges: high-capacity and long-term digital storage, a high-bandwidth network, and high-performance computers. It notes that LSU currently relies on the Louisiana Optical Network Initiative but will need to invest in building a strategic big data advantage to attract researchers and industry. The document estimates a $5 million capital investment and $1 million annual operating costs would be required and lists benefits such as increased faculty recruitment, new knowledge creation, technology transfer, and larger grants. In closing, it previews recommendations around monetizing assets, streamlining operations, and improving the student experience through online courses.
LOUIS is a successful consortium of academic libraries in Louisiana that was formed over 20 years ago in response to lack of funding for individual academic libraries. It allows libraries to share resources and technologies to provide better access to information. As a consortium, LOUIS is able to purchase databases and resources at lower group rates, saving Louisiana's academic libraries millions of dollars each year. LOUIS is governed by a board made up of library deans and directors and managed by a staff of 9 people.
This document summarizes research conducted by the Baton Rouge Area Chamber (BRAC) on technology transfer and commercialization structures at peer universities. BRAC served on the LSU Commercialization and Technology Transfer Task Force to review LSU's current decentralized structure and make recommendations. The research found that centralized technology transfer through nonprofit foundations was common among peers and associated with better performance. It identified areas where LSU could improve, such as increasing invention disclosures and licenses executed relative to research expenditures.
Nicole Baute presented to the LSU Transition Advisory Team's Commercialization & Technology Transfer Task Force on research and economic development initiatives at LSU. She provided an overview of the current organizational structure of technology transfer offices across LSU campuses. She also presented metrics on research funding, invention disclosures, licensing, and start-up activity. Key areas for improvement included implementing best practices, increasing faculty outreach, and enhancing commercialization capacity through policy and organizational changes. The presentation highlighted trends that could impact the ability to translate research results if not addressed.
The document summarizes presentations from an LSU Transition Advisory Team meeting on shared services and administrative tasks. It discusses which LSU campuses currently participate in shared services like procurement, finance, payroll, and facilities management. It also outlines two subcommittees, one on administrative services and one on technology, that will focus on improving efficiency, identifying barriers, and adopting structures to analyze processes, regulations, risk management, benefits, and the GRAD Act. Specific opportunities mentioned include insurance, systems consolidation, procurement, and promoting efficiencies through consolidation and leveraging data.
The document summarizes the proceedings of the May 21, 2013 LSU Transition Advisory Team meeting. The meeting included welcome remarks, an agenda review, and reports from various subcommittees tasked with developing recommendations to transform LSU into a more efficient and competitive university system. Subcommittees addressed issues relating to academics, research, student experience, finance/revenue, and operations/technology. The subcommittees reported on their charges and key priorities to better coordinate programs and policies across the LSU system.
Georgia Tech's technology transfer office has several best practices that contribute to its success, including:
1) It operates through the flexible Georgia Tech Research Corporation which allows more autonomy than a state institution.
2) Licensing associates are accountable for inventions from start to finish.
3) Processes are transparent through tools like a commercialization roadmap and public database.
4) Resources are used efficiently through timely evaluation and no blind patent filings.
5) The office caters to industry through a one-stop website and prioritizing sponsored research.
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Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
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Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
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• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
2. Topics for discussion
• What I was told you are interested in:
– What does the future of IT look like?
– On-line learning (MOOCs, etc.) and policy
implications
– Involvement of IT in research
– Where do you need to go next?
– How will organizational culture be impacted?
2
3. Drivers of the discussion
3
• Building toward ―LSU2015‖
• Becoming globally competitive
• Cost savings
4. 4
IT is everywhere!
• IT is in…
– Research equipment from electron microscopes to telescopes,
from local controls to remote controls
– Data analysis from Shakespeare‘s sonnets to protein folding to
resource development
– Teaching, via simulations and multimedia tools
– Academic administration from class lists to grade lists to
graduation lists
– Operations from security to air conditioning to maintenance
– Financial management from grant applications to paychecks to
the Treasurer‘s report
5. EDUCAUSE “Top 10 Issues for 2011”
1. Funding IT
2. Administrative/ERP/Information Systems
3. Teaching and Learning with Technology
4. Security
5. Mobile Technologies
6. Agility/Adaptability/Responsiveness
7. Governance, Portfolio/Project Management
8. Infrastructure/Cyberinfrastructure
9. Disaster Recovery / Business Continuity
10. Strategic Planning
5
6. EDUCAUSE “Top 10 Issues for 2012”
1. Updating IT staff skills and roles
2. Supporting consumerization of IT
3. Institution-wide cloud strategy
4. Improving the institution's operational efficiency
5. Integrating IT into decision-making
6. Using analytics to support critical institutional outcomes
7. Funding information technology strategically
8. Transforming the institution's business
9. Supporting the research mission
10.IT governance
6
7. 2012-2011 Comparison
1. Updating IT staff skills and roles
2. Supporting consumerization of IT
3. Institution-wide cloud strategy
4. Improving the institution's
operational efficiency
5. Integrating IT into decision-making
6. Using analytics to support critical
institutional outcomes
7. Funding information technology
strategically
8. Transforming the institution's
business
9. Supporting the research mission
10.IT governance
1. Funding IT (including multi-year)
2. Administrative/ERP systems
3. Teaching and learning with
technology
4. Security
5. Mobile technologies
6. Agility/adaptability/responsiveness
7. Governance, portfolio/project
management
8. Infrastructure/cyberinfrastructure
9. Disaster recovery / business
continuity
10. Strategic planning (ITs role in as
well as for IT)
7
2012 2011
8. More emphasis on institutional concerns
• Improving the institution's operational efficiency
• Integrating IT into decision-making
• Using analytics to support critical institutional outcomes
• Transforming the institution's business
• Supporting the research mission
IT is integrated into everything the university does and
wants to be part of the discussion!
8
10. Our topics for today (subject to change)
• ERP implementation (a case study)
• MOOCs
• IT in support of research
• ―Big Data‖ and analytics
• Moving to ―The Cloud‖
• Reducing costs of IT
• Strategic planning for IT
10
12. Reengineering at MIT: “A Journey”
12
Community input is crucial
Reengineering set to begin;
teams, consultant named
November 22, 1993
13. 1993!
• This was 20 years ago.
• ―Reengineering‖ was the
new thing…
• A lot has changed since then, but we can
still learn from what happened.
13
14. Why re-engineer?
• In short, because of the need to cut costs!
―MIT, along with the other great research universities of
the nation, has been faced with the real prospect of
declining revenues from federally sponsored research…
At the same time we have seen a marked increase in the
competition for available research dollars and less
willingness by federal sponsors to reimburse for indirect
costs…‖
[Faculty Newsletter May/June 1995]
14
15. The faculty asked good questions…
• Goal of re-engineering: ―to provide the best possible
services to faculty and students as efficiently as
possible‖ (Tech Talk, May 1, 1995)
– But what is ―best‖ in this context and who is to say?
– How are the intended efficiencies to be attained?
– At what costs,and to whom?
– How are the results to be measured?
• How can we measure whether or not increasing ―efficiency‖ compromises
academic excellence?
– Can the quality teaching and research programs we are known
for survive the present frenzy of cost-cutting?
– Which programs can we afford to lose?
» [Faculty Newsletter May/June 1995]
15
16. What did the administration say…
―Many faculty have criticized the business orientation of
reengineering, arguing that it is an inappropriate match
for an educational and research enterprise. Yet many of
MIT‘s administrative processes operate very much like
their corporate counterparts…‖
[Faculty Newsletter May/June 1995]
16
17. 18 months into BPR…
17
―President Charles M. Vest will talk about
the budget- administrative re-engineering
as an opportunity to maintain MIT‘s
leadership, and [address] the fear of losing
what is perceived as ‗good‘ about MIT as
we re-engineer and the Corporation‘s
[Board of Trustees] strong support for
moving forward…‖
18. And, new systems were required…
"There's no question that almost all major research
universities are adopting new, comprehensive fiscal
management systems -- and any system, no matter how
good, is going to require some difficult cultural changes
from its users. I know that the process of adapting and
deploying SAP hasn't been easy, yet agreeing on a
single central system was necessary. Many of our
decentralized systems in departments, labs and centers
were facing technical obsolescence. Without a
centralized effort, we would now be undergoing dozens
of uncoordinated upgrading projects.‖
[Vice President for Finance in Tech Talk, June 1998]
18
19. A short history of ERP at MIT
19
1993: Re-
engineering
with joint IS
1996: SAP
becomes
―system of
record‖
(central use)
1998: SAP
roll out to
departments;
Data
Warehouse
implemented
1999: New
org (FSS)
created to
maintain
SAP
2000: Payroll
study team
recommends
SAP
2001: Major
SAP upgrade
2002-3: SAP
Benefits/HR
modules
implemented
2003: Payroll
BPR started;
FSS merged
with IS to
become IS&T
2006: SAP
Payroll
implemented
2009: SAP
Payroll
enhancement
project
continues
Jerry Grochow appointed
VP for IS&T
20. SAP
Independent
Laboratory
SAP
Roles
Security
Database
Data
Warehouse
Legacy Systems
(GL feeds)
Benefits Providers
External
Financial
Institutions
EDI
(POs, Invoices,
Benefits Enrollment)
FI - Financial Accounting
• General Ledger
• Accounts Payable
• Accounts Receivable
• Funds Management
• Master data, Auths
• Fixed Assets Depreciation
• Real Estate Mgmt
• Travel (MIT developed)
• Cashier System (MIT
developed)
CO – Controlling
• Cost Center Accounting
• General funds
• Internal Order
Accounting
• Gift funded, incl.
Endowment
• Project Systems
• Sponsored Research
• Capital Software Proj
• Product Costing
• Cost Distributions
• Overheads
• Settlements
• Distributions/Allocations
• CO Plans (Dept
budgets)
PCA - Profit Ctr Account.
• Reporting Hierarchies &
Authorizations
MIT SAP Applications and Major Integration Points
MM - Material Management
• Purchasing
• Receiving
• Goods Movement
• Release Strategies
• Inventory Management
• Barcoding
• Logistics Invoice
Verification
• E-commerce
• ECAT II
• Internal Providers
PM – Plant Maintenance
• Repair & PM Work Orders
• PM Plans & Task Lists
• Equipment
PP - Production Planning
• Long Term Planning
• MRP
• Process Orders
QM - Quality Management
• Master Inspection
Characteristics
• Inspection Plans
• Inspection Lots
• Statistical Process Control
SD - Sales and Distribution
• Sponsored Billing
HR - Human Resources
• Personnel Management &
Administration
• Organizational Mgmt.
• Benefits Administration
• Training and Events Mgmt
PY – Payroll
• Pension Payroll
• Employee & Student
Payroll
• Time Entry/Evaluation
• Payroll Processing
• FI Posting
• Salary Distribution
EHS - Environment,
Health & Safety
• Space Registration (Work
Areas)
• Incident Accident Log –
Inspections & Corrective
Actions
CA – Cross Application
• Workflow
• EDI / ALE
• Document Mgt &
Archivelink
• Imaging, Archiving
• Classification System
• Release Strategies
• Order master data
SAPWEB Self Service
Budgeting
System
Independent
Laboratory SAP
Research
Administration
System
SAP ITS
• Parking Pass
• Time Approv
• Tuition
Assistance
• Benefits
• Directory
• Training
• JV
• Req
• UPI
• Repair
• Env.
Health
• Time Entry
• Dir Deposit
SAP-WEB
OAS
22. What did it cost? How much will it save?
―Core Team estimated that redesigning all of the recommended
processes might reduce administrative costs by approximately $43
million gross [20% of studied costs]…[beginning in FY1999]
[Faculty Newsletter May/June 1995]
• Expected investment: $40-43 million [1993-1998]
• $28M spent by end of FY1996
– $14M SAP implementation
– $6-7M consultants (CSC Index) for process redesign
– $6-7M layoff costs (expected 600+ layoffs)
– $2-3M training of existing personnel
• Raised overhead rates ―temporarily‖ by 6.5% (to 58.5%) to partially
cover this
– F&A rose as high as 68% after 2008 and is now 56%
22
23. So what is happening in higher ed now?
• Movement away from ―big bang‖ ERP projects
– Too costly, too risky
• Movement toward Enterprise Architecture
approach
– Integration of components
– Standard APIs
– ―Best of breed‖
– Open source / ―community source‖ / ―cloud source‖
• Kuali Foundation, including Indiana University, Maryland,
Arizona State, University of Arizona, Carnegie Mellon,
Cornell, Yale, Berkeley, Purdue, UNC, University of Southern
California
27. Future State Vision (Vers. 0.1)
Service Integration Layer
Data
Security Services
Services
Data & Business Integration Layer
Administrative Services
ERP Services
Academic Services
Student Information
Services
Applications
User Interfaces
AuthenticationServices
AuthorizationServices
Learning Services Research Services
Applicant Portal
Grant
Management
PayrollFinance BudgetHR Purchasing
Applicants Students Alumni FacultyStaff
Core Services
List Management Services
Content Management
Services
E-Commerce Services
Directory & Demographic
Services
Identity Services
EMail and Messaging
Services
External Integration
Services
Archival ServicesCollaboration Services
Mapping and Location
Services
Extended Community
Facilities
Medical
President's
Office
EH & S Admissions Student Alumni
Library
Content
Management
Learning
Management
Technology
Licensing
Student Portal
Stand Alone GUI
Interface
Stand Alone Web
Interface
Alumni Portal
Extended Community
Portal(s)
Faculty Portal
Staff Portal
Resource
Development
Finance
Data
HR
Data
Facilities
Data
Grants
Data
Medical
Data
Student
Data
Learning
Data
Research
Data
Library
Data
Data
Warehouse
28. Put the “Critical Success Factors”
in place…
• ―Compelling vision‖
• Strong executive leadership
• Well defined scope
• Commitment of staff
– Time from people already doing their jobs - at all management
levels
• Commitment of funding
– No matter how you do it, it won‘t be cheap
• Comprehensive project and change management
28
30. A short course in MOOCs (1)
• Massively (100K+ students per course)
• Open (available to all, mostly free)
• Online (over the Internet)
• Course (not just materials)
• ―A MOOC is a catalyst for [gaining]
knowledge.‖
[David Cormier, first to use the term ―MOOC‖ in 2008]
30
31. A short course in MOOCs (2)
• Registrations 30,000-100,000+ per course
• 10% overall completion rate
– BUT, 45% completion for students who actually
submit the first assignment
– At Coursera, 70% completion rate for students in the
$50 ―Signature Track‖ program
» Chronicle of Higher Education, 4/8/2013
31
32. A short course in MOOCs (3)
• Growing field working with universities:
– edX, Coursera (for profit), Udacity (for profit), NovoEd
(for profit), others…
• Growing field without universities:
– Khan Academy, Peer2Peer University, ALISON (for
profit), Udemy (for profit), others…
• Growing field providing technology:
– edX, Google, Desire2Learn, Class2Go (merged with
edX), others
32
33. Implications for higher ed (1)
Content
creation (and
certification of
courses)
Teaching
Learning
(including
assessment)
Socialization
of knowledge
(integrating
specific
knowledge
into a larger
context)
Credentialing
of students
33
Separation of function:
How does the role of the
faculty change?
34. Implications for higher ed (2)
• ―Are online teaching innovations, such as MOOCs,
heralding a change in the business landscape that poses
a threat to their existing models of provision of degree
courses?‖
• ―MOOCs and Open Education: Implications for Higher Education,‖
Li Yuan and Stephen Powell (UK JISC CETIS)
• Role of entrepreneurs (and venture capitalists)
• Profit-making organizations vs. non-profits
34
35. Things to think about: Intended audience
• Current students
• New students with similar characteristics
• Students with different characteristics
(different/under-served populations)
• Third world
35
36. Things to think about: Economics
• Cost of developing a MOOC course is high
($200-400K per course)
• No currently viable revenue source
• Partnering with a platform provider will be
key
– edX spending $60M (already has 60+ staff)
– Millions in venture capital committed
36
37. Things to think about: Organization
• New post within the university
– MIT: Director of Digital Learning
– Stanford: Vice Provost for Online Learning
• New organization
– ―…the theory of disruptive innovation suggests that
there is a strong argument for establishing an
autonomous business unit in order to make an
appropriate response to these potentially disruptive
innovations.‖ [―MOOCs and Open Education: Implications for Higher
Education‖]
• E.g. EdX
37
38. Things to think about: Change!
• How will classes change?
– ―Inverted classroom‖
• What is the role of the faculty?
– ―Sage on the stage‖
– ―Guide on the side‖
• What is the role of the residential
university?
– Teaching/learning vs. educating
38
40. What is IT in support of research?
• High Performance Computing (HPC)
– Compute cycles, lots of them!
• Data, data analysis tools (including
visualization and data ―curation‖)
• Virtual organization for distributed
communities of researchers
– Collaboration tools
• Learning and workforce development
» [NSF Cyberinfrastructure Vision, 2007]
40
41. NSF Report on Cyberinfrastructure
[“Atkins Report” 2003]
42. Pillars of campus cyberinfrastructure
• High Performance Computing and Communications
– Identify needs, issues, opportunities in advanced computing,
networking and enhanced support facilities
• Data Life Cycle
– Examine issues connected with data handling, storage, retrieval,
partnerships, collaborations, campus library
• Virtual Communities
– Social and technical issues surrounding evolving distributed
communities and the use of software and systems to keep them
connected
• Funding Agencies
– Enhance cyberinfrastructure partnerships between federal
agencies and higher education institutions
42
45. Central IT Services for Research
[EDUCAUSE Core Data Survey 2011]
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Services to other institutions
Cyberinfrastructure
HPC and related
Support for grants
Content support
Community-building
R&E network access
HP network
Storage & hosting
Data management
Videoconferencing
DR
MA
BA LA
BA other
AA
Institutional type averages
[The break in the bar represents the overall average for higher education]
46. Current model at many universities…
• Individual investigator control
– ―Local optimization‖ maximizes research value
• Customization, queuing policy, software licensing
• Financial model
– Capital investment when funding ample; very low cost when
funding scarce
– ―Hidden costs‖– renovation, power, cooling
• Efficiency
– Rarely have professional staff
– Rarely recover benefits of shared experience
46
47. Hypothetical “extreme” shared model
• Large, centrally managed facility located
near inexpensive power source
• Designed and managed by professional
staff implementing best practices
• Bill for computer usage
47
48. Observation: “one size doesn’t fit all”
• Perhaps some extreme model might be an excellent
solution for a large fraction of people who use computer
resources (smaller fraction of the actual cycles used on
campus)
• Others would require a more specialized solution
– High data throughput needs to localized equipment
– Specialized architectures and systems
– Research optimization
– Interactive computing and visualization
48
49. OC11
MIT’s complex needs demanded a
comprehensive and strategic approach
MIT
HPCC
Bates
W91
Operational now (~ 1yr)
Move Admin racks to Markley
House small # of HPC racks
Operational in 2009
Renovate existing building
House 70 - 80 HPC racks
No earlier than 2011+
Build energy-efficient facility
House 150+ HPC racks
Increase capacity over time
DLCs
Limited Small HPC
Start-up HPCs
House small HPC racks
[As of 9/2008]
49
50. 50
So where does this bring us?
• Shifting from 20th century model of research
(individual contributor) to 21st century model
(multi-university collaboration) means moving
away from dependence on (and acceptance of)
individual researchers individually providing
computing, communications, and collaboration
support to institutional level support.
• It does not imply central control. It does not
imply ―one size fits all.‖
• But it does imply coordination and organization.
52. The Rise of “Big Data” (Davenport)
• What is it?
– Too big (petabytes), too unstructured or too diverse
(mashups) to be analyzed by conventional means
– Internet/social media
• Where does it come from?
– Genomics, voice and video, sensors
– Continuous flow of data
• What is to be done with it?
– Structure, filter, count and classify, then analyze
– Build models but modify based on analysis of moving
data
52
53. What is “Big Data”?
• Volume
– Terabytes to petabytes
to exabytes
• Velocity
– Generation speed
• Variety
– Structured, unstructured
• Value
• Variability
• Veracity (quality)
53
54. What is “analytics”?
• Value-focused data analysis
– Predictive modeling, optimization – not just statistics
• Leading to data-driven decision-making
• A component of ―business intelligence‖
– Collection, management, reporting, analytics
• Characterized by research and experimentation
54
55. What is “analytics”?
• EDUCAUSE definition:
– Analytics is the use of data, statistical
analysis, and explanatory and predictive models
to gain insights and act on complex issues.
• In academic research from astronomy to
genomics and physics to zoology!
• Holy Grail in business: ―Dynamic real-time
business optimization‖
55
56. Where does analytics provide value?
• Analytics has been part of academic
research for a long time, leading to new
insights and other discoveries.
• The value of analytics in business is in
terms of ―understanding‖ the
organization, the business, and the
customers
– Also important to universities!
56
57. Where does analytics provide value?
• Improve outcomes of research or academics
[Learning Analytics; Research Analytics]
– Goal: Improve outcomes of research or teaching
• Improved operations [Operational Analytics]
– Goal: Reduce costs
• Grow the existing business [Product Analytics]
– Goal: Increase revenues
• Innovation
– Goal: Create new businesses or sources of revenue
57
58. Providing value through analytics
(heard at the ECAR Symposium 2012)
• Budgeting and financial planning (reducing
expenses)
• Transforming the curriculum
• Developing personally optimized
education and advising
• Providing measures and metrics with
validity across institutions
• Using analytics for resource allocation [??]
58
59. Critical Success Factors for business analytics
• Focus on analytics that have value to the
business
• Pressing business need
• Choosing the right first problem
• Clearly defined objectives
• Availability of data / data quality
• Executive leadership/sponsorship
• Committed, knowledgeable people
• Communication/education
59
60. Critical “un-success” factors
• Attempting to do everything at once
• Investing excessive resources on analytics that have minimal
impact on the business.
• Choosing the wrong problem, not understanding the problem
sufficiently, using the wrong analytical technique
• Focusing excessively on one dimension of analytical capability
(e.g. too much technology)
• Automating decision-based applications without carefully
monitoring outcomes and external conditions...‖
[Tom Davenport, Competing on Analytics, p. 129]
60
61. Other issues
• Change management
– Introducing analytics isn‘t so different from
introducing other new management processes
• Assessment
– of implementation (how will you know when you
are an ―analytic organization‖?)
– assessment of value of analytic program vs.
goals
• Future technology challenges
– HPC, cloud, anywhere-anytime analysis
– Unstructured data,―big data‖
61
63. WHY SHOULD I CARE?
• Much of IT is moving to the cloud
• The rules are different in the cloud
• Moving to the cloud opens new risks to your institution
• New skills are needed to manage IT in the cloud
• By and large, the central IT organization isn‘t controlling the
move
• You can‘t ignore it!
… but ―knowledge is power‖ and you can take action!
63
64. The cloud represents the next in a series of
major shifts in the way computing resources
are provided
64
66. Computing Models: Mainframe Era
COMPUTE
DATA
STORAGE
INPUT /
OUTPUT
Mainframe: everything done in the machine, in one place, users came to it.
66
67. Computing Models: The “Cloud” Era
User connected via a complex network
to multiple computers (servers) via
all sorts of devices
COMPUTE
DATA
STORAGE
COMPUTE
DATA
STORAGE
Internet
67
68. Types of cloud services:
“XaaS” (“X as a service”)
• Infrastructure (IaaS)
• Like buying bare bones hardware
• Platform (PaaS)
• Adds pre-configured operating system and other
software as defined by the services
• Software (SaaS)
• Buying access to specific software (e.g.
SalesForce, WorkDay, financial systems, learning
management systems – anything!)
68
69. Types of clouds…
• Public Cloud
– Generic; open to all
• Private Cloud
– Created by or for a single institution
• ―Community Cloud‖
– Features specific to a community
• Hybrid/Extension Cloud
– Using public or community cloud to provide additional capacity to
a private cloud
69
70. Moving to the (public) cloud: what’s
different?
• From ―owning resources‖ to ―deploying services‖
• From ―technical management‖ to ―contract management‖
• From ―managing IT‖ to ―managing cloud providers‖
• From ―capital costs‖ to ―operational costs‖
• From ―planned usage‖ to ―on-demand‖
…. although not totally…
70
71. Key issues related to cloud computing
• Vendor
• Network dependency
• Data
• Costs
• Contracts
71
72. Key issues related to cloud computing
• Vendor:
– Vendor dependency: ―I don‘t have the programs‖ ―I don‘t have
the data‖ – they are all with the vendor…
– Termination of service: not every service will survive
– Vendor immaturity: many cloud vendors are new – do they know
what they are doing? Who will survive?
• So what happens if the worst happens?
– Best to move with the pack and rely on ―the crowd‖ for vetting
(that‘s what Internet2 NET+ Services is all about)
– Remember that you‘re still better off than doing it yourself.
72
73. Key issues related to cloud computing
• Network dependency:
– Reliability of service:
• So what happens if the internet connection goes
down?
– Best to have multiple connections to the Internet
(most schools do).
– Internet2 is establishing multiple direct connections
with certain cloud vendors for reliability.
73
74. Key issues related to cloud computing
• Data:
– Data security / privacy: how do I know that my data are safe?
– Retention / use: what happens to my data when I don‘t need it
any more, or even when I do?
– Data location / backups: where are my data? Are their backups?
• So what happens when data is breached, misused, or
lost?
– Contractual provisions can help (but not eliminate) the problems
74
75. Key issues related to cloud computing
• Costs:
– Capital vs. operating costs: ―our budget model is based on
computers as capital costs‖ ―operating costs are easier to
budget‖
– Cost reimbursement: will research grants reimburse cloud
costs?
– Local computing vs. cloud computing ―total cost of ownership‖
(―TCO‖): is moving to the cloud really a good deal financially?
• So am I saving money or not?
– Establishing true TCO for local computing is very difficult
(multiple budget pots, hidden subsidies, etc.)
– Reimbursement is on the cusp of change.
75
76. Key issues related to cloud computing
• Contracts:
– Negotiating: will vendors ―give‖ on standard provisions?
– Institutional liability: ―I can‘t agree to any institutions liability for
actions of students and staff‖
– Institutional vs. individual control of services: who actually signs
up for the service?
– Managing contractual commitments / negotiations / regulatory
compliance: contracts are complex!
• So how do I ensure good contracting?
– The community is coming together to help: CSG, Internet2 NET+
– Hold fast to your needs and sign the ―common‖ contract
76
77. What’s a campus to do? Start now!
Create a campus strategy for internal &
external cloud services.
Create a ―cloud first‖ culture by partnering
with legal and procurement teams.
Restructure internal processes and policies
with cloud in mind.
Develop positions that focus on Cloud
Product Management: Create new or
reposition existing positions to get started.
78. What’s a campus to do? Start now!
Develop a campus identity solution built on
open standards. Join the 500+ campuses in
InCommon.org.
Support competition for services so there are
choices—but constrained, not unlimited
choices.
Evaluate Internet2 NET+ opportunities.
Examine your own portfolios and consider
which projects could benefit from NET+
scale.
80. How to look at IT expenditures
• By service
– Network, email, ERP, academic computing, etc.
• By department doing the spending (central vs. local)
• By institutional activity supported
– Administration, teaching, research
• By function
– Infrastructure, programming, customer support, etc.
• By …
80
81. How to look at IT expenditures…
Operations
~40%
Maintenance
~40%
New
Services
~20%
Definitions:
Operations = Performing a function in the course of carrying out or delivering IT services.
Maintenance = Upgrading IT services or replacing IT equipment so that current functionality & purpose is maintained.
New Services = Introducing IT services that do not exist or upgrading existing services so that new functionality is provided.
81
82. Types of Cost Reductions
• General spending reductions – reductions that do not
require process changes
– Generates small to moderate cost reductions
• Changes to the way we do business – reductions that
result from changing how we do things
– Potential for major cost reductions
• Deferred spending – put off spending until a future date
– Cost savings in current year, may result in higher cost in
future, not really a savings to institution
82
83. How can you reduce costs in IT?
• ―Economy of scale‖
– Large data centers rather than small
• ―Economy of expertise‖
– One email system rather than a dozen
• ―Economy of source‖
– Outsource, off-shore, open source
• ―Economy of delivery‖
– Self-service
83
84. How can you reduce costs in IT?
• ―Economy of scale‖
– Let Google* do it
• ―Economy of expertise‖
– Let Google* do it
• ―Economy of source‖
– Let Google* do it
• ―Economy of delivery‖
– Let everyone do it!
[*If not Google, then one of its competitors]
84
85. Changing service levels can also reduce costs…
• Productivity improvements requiring major capital
investment could impact costs and/or service levels
in different ways.
Service
Cost
Same Service
Decrease Cost
Capital Investment
Required:
* Some
** More
*** Most
*
**
***
**
86. So what to do?
• Some of these approaches are easy
(easier) for a corporation, but may be
difficult for a university.
• Need a realistic assessment of what can
be accomplished
– Modified ―Goldilocks approach‖
• Some things are easy: DO THEM
• Some things are difficult: DON‘T DO THEM
• Some things are in the middle: PLAN FOR THEM
86
88. What is strategic planning all about?
Determining where
we want to be in the
future
Determining where
we are now
Determining what
drives us to the
future
88
89. What drives our approach to IT?
• Institutional priorities
• Technological change
• Desired technology leadership level
89
90. 90
Focusing on education’s
strategic drivers…
Integration of Student
Living and Education On-line Education
Research FundingGlobalization /
Internationalization
The Residential Campus
Optimization of
Financial Resources
91. 91
Technology areas of focus (2+ years)
The Cloud Integrated Communications
and Computation
Identity Management Security and Privacy
Big Data Administrative
and eCommerce systems
―Consumerization of IT‖
(End-user Computing)
92. Where do you want to be on
the “technology leadership” scale?
Visionary
Leading
Edge
‖Standard‖
Lagging
Leader-ship
Tech Area
92
94. What drives our approach to IT?
Institutional Context
“Strategic
Priorities”
from
university
strategic plan
“Strategic
Priorities”
from faculty
and student
input
“Strategic
Priorities”
from peers
and emerging
trends
Strategic Areas of Focus
Assess current
level of
technology
Assess desired
level of
technology
Strategic Objectives
Outcomes Value and impact
94
95. …all components are linked together
Administrative
Systems Strategic Plan
“Living the Future”
Strategy
IT Strategic
Principles
Educational Technology
Planning
Student Systems
Strategic Plan
Telephony Transition
Enterprise
Architecture
Guide
Network and Operations
Planning
Research
CyberInfrastructure
95
96. FITS 2011
Many of the recommendations in the Flagship IT Strategy 2011
exemplify the strategic concerns we have discussed today.
97. Riding the “crest of the wave”
…an exciting and challenging place to be!
98. Thank you, and GO TIGERS!
Jerrold M. Grochow
jerry@jerroldgrochow.com
Editor's Notes
Drupal – Open source content management systemCoupa – Financial applicationsEloqua – marketing info system (owned by Oracle)
The most widely accepted representation atkins diagramCross cutting institutional pieces